We are all experienced negotiators, and we face challenging and complex problems of persuasion and influence on a daily basis. We buy and sell. We manage workers and work for managers. We deal with friends, family, colleagues, merchants, organisations, and institutions all the time. Successful negotiation requires agreement and collaboration with other people. Since other stakeholders do not often have the same interests, perceptions and values as you do, negotiation skill is needed, professionally and personally.

Negotiations are all pervasive and yet they often do not go as well as we would like. What are some of the reasons for falling short of success? And can we do something about them?

Limited awareness of negotiation methods

Many managers negotiate with little systematic strategy in mind. The basic method employed often is reminiscent of traditional haggling – where parties start with extreme offers, concede reluctantly, and try to demonstrate a greater willingness than the other party to walk from the table if things don’t go their way.

Few strategies to deal with negotiation obstacles

Even if negotiators are aware of effective negotiation methods, the negotiation process is rarely smooth sailing. Several kinds of obstacles challenge the success of the negotiation process, and the unpractised negotiator might lose his or her way in trying to deal with those obstacles. Obstacles are of at least four kinds: behavioural, emotional, cognitive, and structural.

Lack of adequate understanding and strategies to deal effectively with the complexities of negotiation relationships

Negotiations often become problematic because parties do not know how to deal effectively in their relationships with others. Negotiations can falter or fail because of interpersonal or intra-organisational problems, or structural difficulties in the business incentive structure.

In three intensive days, Negotiation Dynamics (ND) will develop your personal negotiation style in a challenging, action-oriented international environment.

• Build a stronger negotiation base, helping participants to improve the outcome of deals

• Develop analytical tools and frameworks for understanding and winning in more sophisticated negotiations

• Acquire hands-on practice enabling you to strengthen weak points and preparing you to return to work

Click here for a synopsis of ND and other open-enrolment programmes running in Abu Dhabi or download a copy of the Abu Dhabi leaflet.

The Edge

Singapore

20 Apr 09

Finding value for all in a business negotiation

Interview with Professor Horacio Falcao on joint-value pursuit negotiation

Cross-cultural negotiations: avoiding the pitfalls

When entering into negotiations, we should always take into account cultural factors such as the educational or religious background of the person sitting across the table, but, says INSEAD professor Horacio Falcao, many people both underestimate and overestimate the cross-cultural aspects.

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• Strategic Issues in Mergers and Acquisitions